EIP Odyssey: A Clinician’s Narrative of the Organizational Empowerment


It all started in July 2023. First, I was confused because I didn’t quite know what to expect from being selected for the EIP training. However, growing as an avid student and now a professional, I sure was excited that I am going to be a part of a program that focuses on evidence to set out a practice. I mean, as the name suggested, I was certain that it would beguile me to the fullest. More, getting an opportunity to learn in the IIPH was simply a dream come true for a person like me.

First few weeks of orientation and statistical overview emblematized what to expect in the forthcoming days. On 25th of July, the team also assigned Dr Shailaja Tetali as our guide, which was great news for us because she had been a great mentor for the team of our hospital in the previous ORCB program. As the month of July came towards an end, we were all geared up to go to Hyderabad, a beautiful city of pearls and Biryani, as we heard it.

Delicious Dining on the last evening at Barbecue Nation 

Team Reiyukai

The stay at Hyderabad was fantastic. The coziness, easy accessibility and tongue-tingling culinary tastes of Golconda Hotel were marvelous. Even though some of us felt that if the classes would have started at 8 am in the morning and ended a bit earlier, for example at 3PM or thereabouts, the participants would have gotten opportunities to explore more of Hyderabad; the classroom activities were outstandingly managed. Despite the limited number of members from the organizing team at IIPH, their hard work and dedication were clearly seen. A sincere gratitude is due to them from us who not only cared to comfort us during lecture hours inside the premises but also facilitated us to have city tours beyond classes. We truly appreciate the ever-enthusiastic readiness of all the team out there. By the way, I could not stay put without thanking Hira sir for managing us a variety of food in the daybreaks.

Coming to the crux of the matter is a life-changing experience that I had at IIPH. Having already spent nearly two decades in the field of eye care, I had a number of exposures to training and workshops. But, truly saying, this training for me was completely different. Unlike other trainings, which were as if you-take-it-to-forget because most of them lacked the practical application; this training expected everyone to be part of a change in their respective organization. To realize those expectations, the program incorporated significant emphasis on continued activities after the in-person training. The team at IIPH including our guide worked with us side by side to find out our own problem. At once I was surprised how data, that we often overlook, would become powerful information to guide us for an informed decision. Hence, the workshop first weaponized us with a skill to critically assess the data to find the gaps. The gap showed everything about the participating organizations: most of the Nepalese hospital’s revolved around faltering data recording and management systems. After pinpointing the gap, we were to brainstorm in formulating our Plan-Do-Study-Act (PDSA) cycle. The group work was very absorbing because members of a team comprised people from a variety of backgrounds. It was really good to learn many things from the other members of my own team which I would have never done if I did not take part in this training. Cramming in the classroom and formulating the detailed PDSA cycle throughout a week imparted us a great confidence and helped to grow us as a team. We felt like the accomplished ones. But when we came back to our own workplace and started what was planned, we were hit hard by the sudden waves of awakening that the real learning was yet to begin.

Prof GVS Murthy handing certificate 

Our PDSA project was truly unique in the sense that we chose to undertake enhancing tele-ophthalmology service: a novel offering without any pre-existing data. Designing a plan inside a four-wall-boundary would be one thing and going out in the field to execute the same plan would be completely another thing. This happened to us because sometimes we would then see the process flow chart was incomplete and some other times we had to scribble the fishbone root cause analysis all over again. Sometimes this modification and sometimes that adjustment, we came across completing the first PDSA cycle. By the end of the first cycle, we had a great understanding not only about the core of the tele-ophthalmology process and PDSA, but also about our organization and the things that we have least control of. Dr Shailaja also made a visit to oversee our project and encourage us to move ahead. By the end of the second cycle, we are more learned. We can now see a bigger picture how the PDSA cycles would finally take its bearing. 

This amazing transformation of an individual from an everyday clinician to become a consummate member of a team of change-makers in an organization can never be put into mere words. Moreover, if we could apply the PDSA concept in tele-ophthalmology, we can equally and even more efficiently do it in every aspect of operations in our organization or hospital. And, to our own life as well. When we keep on applying this concept, who knows the future has in its womb a game-changer feat. 

I would, wholeheartedly, like to extend my gratitude to my organization, Reiyukai Eiko Masunaga Eye Hospital, for providing me an opportunity to participate in such an amazing program. Immense thanks also go to team SEVA, from home and abroad, for this well-thought-of arrangement to bridge the learners with the experts. Last but not the least; IIPH truly deserves a big round of applause for designing this engaging course content and for delivering it so scrupulously.  We have completed the two cycles of PDSA as of yet, and one more cycle to go. We pine for sharing our learning and achievement soon after it concludes.

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